Project management

[edit] Defining project management

Project management can involve the briefing, planning, co-ordination, execution, control, monitoring, and completing of a specific project. The project can be almost anything that has a defined outcome, usually with a defined delivery process. In construction terms this can be a temporary, or permanent building, landscape, refurbishment or reconfiguration that has been defined as the project.

[edit] A brief history of project management

Project management has existed as a function for thousands of years, but it was in the USA in the 1950s that project management began to emerge as a more formal role. This was the period when processes such as the program evaluation review technique (PERT), and the critical path method (CPM) became increasingly popular as the benefits of structured project management became apparent.

[edit] Project management institutes and associations

The International Project Management Association and the Project Management Institute were established in the 1960’s, The Chartered Institute of Building (CIOB) and the Royal Institute of British Architects (RIBA) founded in 1834 both carry out work with close links to project management of design and construction projects, as does the Society of Architectural and Associated Technicians (CIAT) founded in 1965. In 1972 the Association for Project Management (APM) was also created in the UK.

[edit] Project management today

The role of a project manager has evolved considerably with the development of computers and digital project control systems, and as projects have become more complex, so the prominence of project managers has increased, both as overall managers of projects, but also within individual organisations such as client and contracting organisations, and as managers of parts of projects. The term project management is closely aligned with the term programme management which usually refers to the management of a series of different projects that fall under one time frame or programme, for example an urban redevlopment with a number of different associated projects.

Project management follows a structured methodology that can be described in a number of different ways, usually broken down into stages or phases which cover initiation, planning, execution, monitoring, controlling, and closing, these may also be described as

• Stage 1: Business justification.
• Stage 2: Feasibility studies.
• Stage 3: Project brief.
• Stage 4: Concept design.
• Stage 5: Detailed design.
• Stage 6: Production information.
• Stage 7: Tender.
• Stage 8: Mobilisation.
• Stage 9: Construction.
• Stage 10: Occupation and defects liability period.
• Stage 11: Post occupancy evaluation.

See also the articles work stages or RIBA plan of work for more information.

[edit] Competency and project management

Project management involves managing the scope, time, cost, quality, risk, communication, stakeholder, and resource aspects of a project. It aims to meet the specific objectives and requirements of the project within the given constraints and expectations. The term competency is also increasingly used in connection with project management and with increasing importance.

Competence is a measure of the ability to do things well. Thus, a competent person is someone who generally does things to standards that are judged favourably by others. Competence can sometimes be ascertained on the basis of historical actions which can be projected into the future to give an idea of how someone might perform under a specific set of circumstances. So, on the basis of past work completed, an architect may be expected to do well (and so show competence) on a similar new building project.

Competence may also be demonstrated by accreditation or qualifications, or by comparison with industry standards. Competency and success usually go hand in hand: exhibiting competence is a vital characteristic for progression in any career. However, competence can be subjective – what may appear competent to one person may seem incompetent to another.

The Competence Steering Group (CSG) was set up under the auspices of the Industry Response Group, established in the immediate aftermath of the Grenfell fire in June 2017 jointly by the Ministry of Housing, Communities and Local Governmentand Build UK, Construction Industry Council and Construction Products Association and the National Fire Chiefs’ Council.

See also the articles project manager, architect, contract manager, contract administrator and competence.

[edit] Related articles on Designing Buildings

• Architect.
• CIOB articles.
• Client design advisor.
• Code of practice for project management.
• Code of practice for programme management.
• Commercial management.
• Commercial manager.
• Construction project manager - morning tasks.
• Contract administrator.
• Contract manager.
• David Trench - A career in projects.
• Design management.
• Dynamic conditions for project success.
• Independent client advisor.
• Lead consultant.
• Lead designer.
• project manager.
• Project manager's report.
• Project management.
• Project sponsor.